2.1. Did the formation allow or facilitated the acquisition of competences?
Several authors gave a definition particular to the formation which consists in giving any individual, theoretical
and/or practical knowledge necessary to the realization of the objectives which are assigned to him. It is a process of
transformation of the individual and to make it pass from a situation to another by the means of a process of
unspecified training.
And the studies in the world are unanimous to recognize the training role in the development and the
conservation of skills in any organization. We know all that competence is a “perishable good” because under the
effect of the exchanges which characterize the internal and external environment company, staffs have to adjust their
abilities unceasingly or else they cannot follow the rhythm of the requirements of work. Since the appearance of the
first theories of the organizations, the formation had always occupied an important place in this abundant literature
to illustrate its importance in the development of the company.
This is why the organization of grants to the formation a place privileged within the framework of the policy of
human resources by devoting an important financial allocation to him to fill the difference between the expected
performances and the current action, and this formation aims two with dimensions: the company and the employee.
2.2. Objectives of training for the company
It is the adaptation of knowledge to the maintenance and the consolidation of the knowledge of the people in their
current workplace. This need of training is identified during interviews or discussions performance training.
Acquisition of new knowledge may come from guidelines established by management. Such acquisitions may also
correspond to the variation of a charter or a project of company or with the variation of the quantitative and
qualitative objectives of the company. When the development plan has identified the potential of a person to occupy
new functions, specific training activities should be considered. These trainings are the result of the plan of
management planning. In addition, training is remains a response to specific needs. It is here the training is not
directly related to the specific contents of work such as in the fields of hygiene, safety and working conditions.
2.3. Objectives of training for the employee
In general, the training helps the employee skills to adapt to the new demands of the workplace. For new recruits,
training in the workplace is generally provided by the hierarchy. Some companies organize common training for all
new employees in the field of communication or of the product, or services marketed in the organization. The
employee through training improves his knowledge base essential for rapid adaptation. Each employee must, on his
own initiative or that of his supervisor, improve the quality of his work, even if in setting quality standards higher
than those required above.
The opening of new horizons and other behaviours is also another advantage of the training. The inter-company
training (that is to say with people belonging to different companies, but with comparable functions) can improve
individual skills through an exchange of experiences (horizontal relations). Training is also a facilitator for the
exchange of experiences among employees holding different functions in the same company (vertical and
horizontal).
We make a study on training within the company, making assessments, monitoring, and interviews with staff and
their managers to make it more effective in the service of competence.
As a first step, to drive the skills, companies rely primarily on their frames. They tend to consider them as being
able to identify the skills, potentials, strengths, weaknesses of their employees as well as the training needs.
However, in a deeper analysis of the results, it appears that end, the companies say lacking of internal skills and
tools to properly control the development of skills. For example, individual interviews are not always completely
mastered and rarely take into account the business strategy or notions of career plan.